Change Management Lovelyn Mathew

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Change Management

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PowerPoint Presentation:

Lovelyn Mathew – Voice and Accent, Personality Development and Behavioral Skills Trainer

PowerPoint Presentation:

Normal Reactions to Change … “This is a waste of time.” “Why change it if it was working just fine before?” “If it isn't broke, don’t fix it!” "Our current system isn't great, but what's so wonderful about the new one? How will that be any better?“ “How soon will this happen?” “How will this impact me?” “Will I receive new training?” “What’s in it for me?” “I doubt they are really serious about this.”

Resistance or Denial is the First Impulse :

Resistance or Denial is the First Impulse

Critical Ingredient:

Critical Ingredient AWARENESS of the Need to Change

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What exactly is Change Management?

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Change management ? A structured approach Ensuring that changes are thoroughly and smoothly implemented Lasting benefits of change are achieved

Changes aren’t difficult … Transitions are!:

Changes aren’t difficult … Transitions are!

Objective:

Objective Maximize the collective benefits for all people involved in the change Minimize the risk of failure of implementing the change The discipline of Change Management deals with the Human Aspect of Change (Psychological)

Why should I Change?:

Why should I Change? What’s in it for me? What do I do differently? Individual Prerequisites for Change to Occur

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Why is Leadership Involvement important? Leaders who do not champion change are more likely to have organizations that are unprepared for change

The Push Model of Leadership:

The Push Model of Leadership I am aware of myself Logical Argument I make proposals I state reasons I state logical consequences Assertions I state my needs or wants I state my evaluations I persist [Integrity/Confidence/Thoughts/Wants/Feelings]

The Pull Model of Leadership:

The Pull Model of Leadership I am aware of you Building Bridges I recap what you say I explore our views or feelings I self-disclose Attraction I build on common ground I create a vision [Integrity/Confidence/Thoughts/Wants/Feelings]

Leading your Team:

Leading your Team

Leader Vs Manager:

Leader Vs Manager Change Stability Leading People Managing Work Long Term Short-Term Vision Objectives Sets Direction Plans Detail Pattern Control Proactive Reactive Transformational Transactional Achievement Results Uses Avoids New Roads Existing Roads Seeks Establishes

5 Big Mistakes Leaders make in Managing Change:

5 Big Mistakes Leaders make in Managing Change Talking about Change Vs. Leading Change I have a Dream Vs. I have a Nightmare Value Statement Vs. Dialogue about Purpose (What, Why, How) Focusing on Lack of Resources Vs. The Will to Prevail over Circumstances Not offering training and removing Change Blockers

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Change Impact First Individual Impact Organization Impact Change starts with an individual and causes a rippling effect in an organization

The Change Management Model:

The Change Management Model

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Understanding Change If you have large cubes of ice, but realize that what you want is a cone of ice, what do you do? Lewin's Change Management Model

Stage 1: Unfreeze:

Stage 1: Unfreeze Prepare the organization to accept that change is necessary Involves breaking down the existing status quo before building up a new way of operating (Creates Uncertainty )

Stage 2: Change:

Stage 2: Change Resolving uncertainty Looking for new ways to do things People start to believe and act in ways that support the new direction (Time and communication are the two keys)

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Stage 3: Refreeze When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. With a new sense of stability, employees feel confident and comfortable with the new ways of working. (Celebrate success!)

Planning Change:

Planning Change SIPOC Diagrams A simple way of taking a "before" picture, so that you can compare this with your "after" picture, hopefully demonstrating improvement. (SIPOC - Six Sigma, stands for Suppliers, Inputs, Processes, Outputs and Customers)

Implementing Change:

Implementing Change Kotter's 8-Step Change Model

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Communicating Change Change is uncomfortable, and adapting to change is messy Tasks are easy to list, but behavior and long-held habits are not easy to change Transition is inevitable, but exactly what you say and how you say it can make a major impact on how change is handled in your company.

Create Champions of Change :

Create Champions of Change Help people feel comfortable with doing something differently Tend to think first about what they have to give up Feeling isolated even though others are going through similar changes Different resilience levels (none of us can absorb unlimited change) Concern about them not having enough resources

Reactions to Change and Managerial Interventions:

Reactions to Change and Managerial Interventions Reaction Expression Managerial Intervention Disengagement Withdrawal Confront, Identify Misidentification Sadness, Worry Explore, Transfer Disenchantment Anger Neutralize, Acknowledge Disorientation Confusion Explain, Plan

Few Reasons why people resist Change:

Few Reasons why people resist Change Feel they will suffer Organization does not communicate clearly Perceive more work with few opportunities Required to give up ingrained habits Organization lacks adequate rewards Organization lacks sufficient resources Loss of job security Employees harbor unresolved resentment Change has poor introduction Organization has weak internal communication

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What Management Can Do … Solicit employee input Script a clear, logical message Provide rewards and incentives Identify new behavior to support the change Develop rewards aligned with the change Prioritize work based on available resources Communicate how the employees and the organization will benefit from renewed relevance Allow employees to express their grief Acknowledge missteps, reaffirm commitment and clarify expectations and timeline Delegate communication tasks to one person/team

Recap Change – Vision = Confusion Change – Leadership = Frustration Change – Consensus = Resistance Change – Training = Anxiety Change – Workflow Improvement = Stagnation :

Recap Change – Vision = Confusion Change – Leadership = Frustration Change – Consensus = Resistance Change – Training = Anxiety Change – Workflow Improvement = Stagnation

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